Leadership for Change: Enduring Skills for Change Masters

Abstract

Leaders use seven leadership skills in conceiving and managing change projects, whether innovations in established organizations, culture and process changes, or entrepreneurial ventures for industry or social change. The skills leaders need are different at various phases of change projects. Offers details and also discusses the rhythm of change and resistance to change. Supported by examples drawn from empirical research.

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Chinese appliance company Haier's 2016 acquisition of iconic GE Appliances ushered in strategic and structural changes to encourage innovation and entrepreneurship at the U.S. company, and to help it grow. Haier, which had a model designed to bring the company closer to users of its products, wanted GEA to adopt a version of the model that suited the U.S. market, U.S. consumers, and GEA's employees. This case describes GEA's efforts to do that as a member of the Haier Group.

Chinese appliance company Haier's 2016 acquisition of iconic GE Appliances ushered in strategic and structural changes to encourage innovation and entrepreneurship at the U.S. company, and to help it grow. Haier, which had a model designed to bring the company closer to users of its products, wanted GEA to adopt a version of the model that suited the U.S. market, U.S. consumers, and GEA's employees. This case describes GEA's efforts to do that as a member of the Haier Group.

This teaching note assists in the classroom instruction of the HBS No. 318-089, “City Year at 30: Toward Long-Term Impact.” It offers to instructors a case summary and analysis, along with student preparation questions and a guide for classroom discussion of the case. The teaching note helps explain teaching objectives of the case, including lessons on how to manage the growth and evolution of not-for-profit social enterprises and how to pursue even bigger societal change.